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Tag: #AgilePM

Building a Skills Required and Managing Digital Change

Posted on February 28, 2023 by Marbenz Antonio

5 Ideas for Developing Real-World Thinking Skills

An essential component of any digital transformation plan involves utilizing advanced tools for data management, analysis, and interpretation.

The significance of this lies in the fact that having a comprehensive understanding of data can enable organizations to achieve greater levels of efficiency. However, achieving this objective necessitates dedicating more time to utilizing data for making informed business decisions, which is not always the norm.

Usually, most of a team’s time and energy is spent on tasks related to collecting, refining, modifying, and analyzing data to determine its usefulness. This results in significant labor-intensive work that contributes little to no value.

A change in behavior is required to shift an organization’s approach towards a more business-oriented use of data, with a greater emphasis on achieving desired outcomes and reaping benefits, rather than simply producing outputs. It is only when data is leveraged intelligently that it can have a transformative impact.

An instance of benefits realization within this organization pertains to the payment collection process for the electricity it generates. In the past, this process was often time-consuming and could take over a month to raise a payment claim with a company. However, leveraging a deeper understanding of data allows the organization to track power generation in real-time and automate the payment claim process. This has led to a significant increase in efficiency, eliminating the need for hundreds of man-hours.

What are the skills required to implement such changes within organizations?

Developing the right skills

In addition to possessing data and machine learning engineering skills, organizations require individuals with expertise in change management.

An important aspect of this process involves training ourselves to ask the appropriate questions. For instance, in digital transformation, instead of inquiring about what people want (which usually centers on present needs rather than those required for a transformed future), they have learned to comprehend the tasks they perform. Their needs, and subsequently suggest suitable solutions.

Acquiring the skills necessary for achieving this objective requires a focus on continuous improvement, which can be gleaned from various best practice sources.

  1. PRINCE2 for the overall roadmap – The classic project management approach offered by PRINCE2, along with its association with program management, continues to be one of the most effective means of communicating with senior management regarding our initiatives.
  2. PRINCE2 Agile – understanding the agile world – Suppose your organization, like theirs, is transitioning towards a fully agile approach to software or product delivery, utilizing methodologies such as Scrum. In that case, PRINCE2 Agile can assist in managing ideas in a more sequential manner before engaging agile teams for development. This involves implementing two-week sprints, daily stand-ups, and a meeting every two weeks to review the roadmap with various individuals in the team.
  3. ITIL 4 and digital strategy – ITIL 4 has proven to be highly valuable in assisting me in devising a digital strategy. As the Head of AI Implementation, comprehending how digital strategy translates into practical implementation is critical for my role.
    How does collaboration between individuals possessing varying skills to work? In their organization, the majority of individuals do not necessarily require a deep understanding of the agile framework. Instead, they can approach these activities from a project perspective without needing to be directly involved with the framework.
    Pure developers must comprehend the broad business objectives but can concentrate solely on agile development without engaging in the planning of the roadmap.

A blended approach to best practice

In contemporary times, it is an inescapable truth that organizations undergoing digital transformation require appropriate tools for the job, necessitating the integration of diverse sets of best practice skills into their firms. This, in turn, gives rise to new breeds of individuals possessing innovative approaches and occupying novel roles.

Effective communication is also an important aspect of this process. Right from the commencement of a transformation, it entails fostering closer relationships with people and inspiring them about the anticipated changes.

Leveraging data for facilitating transformation, which may encompass machines and artificial intelligence, should not merely be restricted to the composition of computer code but should instead be viewed as a journey of progress that people must actively participate in and feel enthusiastic about.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Agile, DevOps, ITIL 4, Lean, PRINCE2Tagged #Agile, #AgilePM, ITIL, ITIL 4, Lean, PRINCE2Leave a Comment on Building a Skills Required and Managing Digital Change

Business Transformation: more than just an IT choice

Posted on February 20, 2023February 20, 2023 by Marbenz Antonio

Article: Digital transformation trends for companies in 2021 — People  Matters

The concept of creating a team of individuals dedicated to seeking opportunities for improvement is being discussed. According to a recent article in Raconteur, the integration of new IT solutions, such as cloud services, ERP software, CRM platforms, data lakes, and HR management tools, is considered essential in a business transformation.

The question arises as to how an organization can determine the most suitable type of IT to acquire and what steps can be taken to ensure the sustainability of a successful transformation beyond simply procuring new hardware and software.

The initial step involves defining what the term “transformation” signifies to you. You must identify your business’s intended destination and goals. If your objective is to expand, this may entail the need to scale your organization. This, in turn, may necessitate a diverse array of technologies and personnel to assist in achieving that growth.

In the present day, the concept of transformation typically involves the modernization of IT’s role in supporting a business. This entails transitioning from traditional in-house IT support to cloud computing that is outsourced. Nevertheless, shifting from server-based IT to the cloud can result in exorbitant expenses to achieve top-tier service, while choosing a more economical option may result in a lower quality of service.

Ordinarily, it is recommended that a business possess a plan of action and comprehension regarding how the IT function will collaborate with the company to integrate new technologies. This plan should be integrated into a larger business strategy that spans from one to five years and should consider how to achieve scalability, whether that be at a conservative or ambitious rate.

In the end, engaging in frank and candid discussions within your organization is important to determine your true requirements. Failing to do so might result in a hasty purchase of the latest cutting-edge technology, regardless of whether or not it is truly necessary.

Establishing a cohesive plan requires a comprehensive delineation of all necessary elements, as well as the integration of risk assessments to prepare for potential contingencies.

The risks of relying on new technology alone to deliver business transformation

The majority of transformations are seldom without obstacles, particularly when encountering issues that are either complex to resolve or unforeseen.

When integrating new components, particularly with custom configurations, it is essential to anticipate the possibility of something failing. As such, it is crucial to establish a system of monitoring to address any issues that may arise. Additionally, it is necessary to determine if the in-house IT team is equipped to handle these problems or if an outsourced agreement is required.

As part of a transformation, it is imperative to consider the individuals who will provide support for the technology, as well as the necessary governance and user training. Moreover, it is essential to identify a point of contact for external support providers.

Sustaining a transformation – operations and culture

The Raconteur article briefly alludes to the significance of considering the cultural and operational facets of a proposed transformation. However, what does this entail in practical terms for maintaining a transformation?

The reality is that unforeseen circumstances can occur. Therefore, it is essential to have an adequate support model and the appropriate personnel and protocols in place to address any issues that may arise. This includes accounting for updates and upgrades, proper documentation, and any relevant costs or training requirements.

It is prudent to have knowledgeable personnel who can identify the problems and effectively communicate with external support services. Understanding the terminology, proposed solutions, and cost estimates are all crucial aspects of this.

ITIL 4 includes a dedicated section on service operations, with numerous components of best practice guidance that can assist in implementing operational changes for transformative purposes within a business.

An important aspect of this process involves promoting cultural acceptance and the usage of technology. As you deploy new technology, it is vital to establish user groups or communities to provide feedback throughout the process. This allows for the incorporation of this feedback into future changes and more comprehensive outreach to users. Ultimately, this should address the primary question of “what’s in it for me?” for users.

Failing to address negative user experiences can lead to disillusionment and resistance to adopting new technology and work methods. It is crucial to bring people along on the transformational journey. Best practices such as ITIL 4’s organizational change management approach can aid in dealing with human reactions to change. Neglecting this aspect of the transformation process may be one of the most significant missed opportunities for businesses.

A place to start with transformation

What items should be included in the agenda for the beginning of a business transformation program?

  1. Make a list of everything you need, including the necessary technology.
  2. Make a communications and outreach plan to let people know what is happening, why, when, and how it will benefit them.
  3. Create a plan for managing adoption and transition.

Transformation or modernization is not a one-time event, and it requires continuous effort and attention. How would you rephrase this?

Transformation and modernization are continuous processes that never truly end. While you’re focused on maintaining your current operations, it’s essential to anticipate future technology developments and consider how they align with the long-term goals of your organization.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in ITIL 4Tagged #Agile, #AgilePM, DevOps, ITIL, ITIL 4, Lean, PRINCE2Leave a Comment on Business Transformation: more than just an IT choice

Dolphin vs. Submarine

Posted on February 14, 2023February 14, 2023 by Marbenz Antonio

Traditional vs empirical process - Scrum tips

UNDERSTANDING THE AGILE APPROACH

Agile’s core concept can be illustrated by a metaphor that likens a dolphin to a submarine (refer to Figure 1). When considering projects, particularly those of a considerable scale, we can think of the submarine as always being submerged deep below the water’s surface, hidden from view.

Submarine vs Dolphin (500 × 300px)
Fig. 1: Submarine vs Dolphin

When working on a project, most of the time is spent underwater, which means that the first glimpse of the results occurs only at the end of the project. However, the results obtained may not meet the original expectations or requirements, leading to disappointment. This is because the completed deliverable is often the first time the project outcomes are seen, and many issues may be discovered at this late stage. The consequences are typically emergency meetings, stress, and an unhappy customer. At this point, the project is already finished, the budget is depleted, and resolving issues would be very costly and time-consuming. This approach is known as the “see you later” model.

An alternative approach is the dolphin model. Similar to a dolphin that also dives underwater, it surfaces quickly to breathe. This approach involves diving underwater and promptly emerging with the first results. This allows for testing and evaluating small results incrementally, providing early feedback on what works and what doesn’t. With this knowledge, the dolphin will dive underwater again and emerge a bit later, which is known as the “see you soon” model. By working in iterations or sprints like dolphins, issues are discovered earlier, and adjustments can be made efficiently. The focus is on working smarter, not harder, which is how Agile expedites processes and saves time.

With Agile, you can deliver your work earlier, with greater precision, and even provide additional value.

Agile is about short cycles and iterations

By comparing both approaches, Agile can identify the following distinctions:

  • The project is completed at the end, whereas in the Agile approach: the project is continuously finished.
  • Feedback is obtained only at the end, whereas in the Agile approach: feedback is obtained from the beginning.
  • No interim adjustments are made, whereas in the Agile approach: constant adjustments are made.
  • It’s impossible to stop halfway, whereas the Agile approach: it’s always possible to stop.
  • The project’s value is only realized when it’s completed, whereas in the Agile approach: the most valuable aspect comes first.
  • Accumulated risks versus highlighted risks. In conclusion, working in long cycles versus working in short cycles.

The contrast between the two approaches is also evident in the following chart (refer to Figure 2).

Submarine vs Dolphin (500 × 300px) (1)
Fig. 2: Comparison chart between the submarine and the dolphin approach.

In a constantly changing and dynamic world, it’s more intelligent to work in short, iterative cycles. Agile work can be compared to swimming like a dolphin, frequently surfacing to breathe, and making adjustments based on tangible results and new perspectives.

Agile fits complex work situations

Agile is not a panacea. It’s especially effective in scenarios where the work is unpredictable and cannot be pre-planned. Agile is best suited for situations with a high degree of uncertainty, where many changes and discoveries are expected. These situations are often referred to as complex.

When the work is less complex, an alternative to Agile is Lean. While it may become difficult at times, through repetition, the work can be mastered, and planning becomes feasible. To determine when Agile is appropriate and when it isn’t, refer to the Ralph Stacey model (refer to Figure 3).

1-Mar-14-2022-01-38-34-00-PM
Fig. 3: The Ralph Stacey model
  • Simple Situation: In simple cases, we have a clear understanding of what’s required and how to achieve it. Examples of simple situations are baking cookies or learning to ride a bike. In such activities, there’s a direct correlation between what needs to be done and how to do it. By following specific steps, the desired outcomes can be attained. If you’re unsure how to handle these simple situations, finding a coach or instructor to teach you is usually sufficient.
  • Complicated Situation: These situations arise when there is an increased level of uncertainty about what and how to achieve the desired outcome. Although there is some clarity about what is needed and how to achieve it, there is no guarantee of success. It is advisable to conduct a detailed analysis beforehand to determine the precise requirements. The more accurately these things are specified, the higher the chances of success. Examples of such situations include making a medical diagnosis or repairing a large machine. Though these tasks may seem challenging, a detailed analysis by trained individuals can lead to good results. In complicated environments, Lean optimization is perfect as it is possible to plan complicated work, but it requires experience and precise preparation.
  • Complex Situations: Complex situations are characterized by a higher level of uncertainty regarding both what needs to be done and how to do it. In such situations, the outcome is typically different from what was expected, and there is usually more uncertainty than certainty before the work begins. Examples of complex situations include large projects involving multiple people and parts, such as the development of new IT systems or company mergers. While these situations cannot be planned in advance, they can be explained after the fact. Therefore, an Agile approach is appropriate for complex situations, and it may be helpful to have a coach to guide the process. In this approach, it is best to discover what is needed and how to achieve it in small, iterative steps through experimentation, discovery, and adjustments based on intermediate results.
  • Chaotic Situation: These are situations with complete uncertainty about what and how to do things. For instance, a major accident or a war situation. Agile work may help, but chaotic situations often rely on luck. In such situations, the focus is on taking action, regardless of what it is. If you want to escape from chaos, you will strive to act in a coordinated way to swiftly move out of it. Thus, leaders play a vital role in such chaotic circumstances.

Conclusion

This article presents two distinct approaches that reveal whether your team or company is operating like a dolphin or a submarine. Once you understand the contrasts between these approaches, you may opt to pursue Agile and employ iterative cycles like a dolphin. However, it is essential to recognize that Agile cannot remedy every issue.

The question you need to ask yourself is whether the Agile approach is appropriate for your company or project, and the answer hinges on one key factor: is it a complicated or complex situation?

Non-repeatable and always varying situations are referred to as complex situations. Agile is well-suited for such situations that are non-repetitive and the answers are known only later. It is advantageous to utilize Agile in such situations, as it enables you to discover the path while performing the tasks.

If the situation is something that is complex and not repetitive, then Agile can be more helpful initially. In these situations, Agile can help you to discover a path when you are doing things for the first time. On the other hand, if the situation is something complicated and repetitive, then Lean can be more useful at first. Lean is helpful in optimizing and learning from the things you do most frequently, such as production processes in the manufacturing industry. Nonetheless, Lean and Agile share a common objective, which is to succeed and improve based on experience.

In contrast, modern society is rapidly evolving and giving rise to more complex situations, while simple and repetitive tasks are being automated, leading to an increase in complexity. Consequently, Agile is becoming more prevalent as it is well-suited for unpredictable and dynamic environments. If you are working in such an environment, the Agile approach can help you work more efficiently and deliver more value in your projects.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in AgileTagged #Agile, #AgilePM, Agile Project ManagementLeave a Comment on Dolphin vs. Submarine

What Startups need to know about Software Product Management Success?

Posted on February 14, 2023February 14, 2023 by Marbenz Antonio

The A-Z guide to startup metrics: 16 KPIs to help your business succeed |  Geckoboard blog

Start-ups are agile companies that exemplify youth, innovation, and rapid growth. Their dynamic work processes, flat hierarchies, and highly innovative business ideas provide them with the potential to succeed quickly.

During the early stages of a company, founders and their teams face various challenges, including developing the right market for their product portfolio, acquiring customers, and successfully marketing their offerings. Therefore, start-ups require structured product management to address these challenges.

Product life cycles in startups

Start-ups are typically in the market launch and product growth phases of the product lifecycle. When a product is launched, its awareness among customers is typically low, so the start-up must convince customers and raise awareness through comprehensive PR and marketing strategies, as well as sales measures. This is a crucial step because the product is often not profitable initially, with sales and production costs exceeding revenue.

After reaching the break-even point, which is where revenues and expenses are balanced, companies can enter the next phase of product growth. The goal in this phase is to increase sales, expand the customer base, better tailor the product to market needs, and introduce additional features.

At this stage, other competitors frequently enter the market and offer similar products. Consequently, it is crucial for companies to secure their market share and attain the best possible market position.

The product manager – the central interface in startups

To enable companies to operate confidently and successfully in every stage of the product lifecycle, there is a role for product managers. Product managers oversee the entire lifecycle of a product and serve as a liaison between the company, stakeholders, and customers.

The product manager has several responsibilities, including planning, controlling, and monitoring products, attending to user needs, monitoring the market, coordinating marketing and sales, and improving profitability, product quality, and customer satisfaction. As a result, they are a vital all-rounder who must maintain an overarching perspective and possess essential management, project management, communication, and coordination skills.

Special case tech startup: What software product managers need to know

Currently, many start-ups concentrate on introducing products or services in the technology sector and creating software products. As a result, having comprehensive product management adapted to the specific needs of the software sector is more crucial than ever.

Software product managers need specialized knowledge of the software industry’s demands, along with communication, coordination, and planning skills, as well as marketing and sales expertise.

Moreover, software product managers must be familiar with agile methods, which are vital in software development. They also need to understand how to manage quality and control software solutions effectively. Thus, there are several additional skills they must possess.

How to learn software product management?

International training courses and certifications are available to (prospective) product managers seeking to acquire software product management skills. The non-profit organization, ISPMA® (International Software Product Management Association), provides these resources.

In collaboration with industry experts, ISPMA® has developed a software product management curriculum that covers the unique demands of the software industry, as well as the functions and roles crucial to software product development and marketing.

Individuals interested in learning how to manage a software project throughout the entire product lifecycle can obtain fundamental skills in specialized training courses and then obtain certification as ISPMA® Certified Software Product Managers.

Skills Software Produktmanager

Conclusion: How startups benefit from Software Product Managers  

Product managers are crucial to the success and future of a start-up, and they play a central role. As such, it is particularly vital that they possess a comprehensive and well-established knowledge base.

Since several start-ups concentrate on digital products and software applications, it is crucial for product managers to enhance their expertise, particularly in the software industry. The ISPMA® certification, along with its corresponding training, assists product managers in enhancing these skills, particularly for the software industry.

The ISPMA® certification is beneficial not only for product managers but also for those involved in product development, introduction, and marketing. As startups typically have flat hierarchies and employees with a wide range of tasks, the certification can be helpful for CEOs, marketing managers, software developers, and others.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in AgileTagged #Agile, #AgilePM, Agile Project ManagementLeave a Comment on What Startups need to know about Software Product Management Success?

An AI Factory using the Service Desk

Posted on October 10, 2022 by Marbenz Antonio

Artificial Intelligence (AI): 3 imperatives to support business agility |  The Enterprisers Project

Service desks are at a very interesting phase right now as they transition from being just technical to be able to offer strategic insights that are useful throughout a company.

Additionally, this entails providing more value by combining hyper-automation with ITIL 4 standards.

The ITIL helped the traditional service desk transform into a single point of contact and knowledge for user requests, whereas the traditional service desk was, in effect, a helpdesk focused on users’ technical issues.

Now that ITIL 4 concepts have been implemented, the service desk should be viewed as an integral element of an organization’s strategy because it has complete knowledge of customer behavior, the customer journey, and whether a new service deployment has been successful or not.

Additionally, ITIL 4’s acceptance of cutting-edge tools and techniques, such as artificial intelligence (AI), offers the service desk even another chance.

AI and Service Desk

Though leaders are starting to understand that data produced by AI across enterprises is the “new oil,” they usually don’t know where to begin or how to use it.

But they think they can find the solution right in front of them at the service desk. This division could serve as the foundation for new AI initiatives as it daily gathers gigabytes of data.

In the modern service desk, there are typically fewer people, but they tend to be more mature and capable of offering strategic input due to growing automation, particularly chatbots and virtual assistants. This also applies to the huge amount of interesting and valuable data processed throughout the department.

However, it’s also true that service desk staff must be knowledgeable about handling data, as this is the main challenge facing many AI projects today. In actuality, that involves cross-departmental collaboration as they must spend 50% of their time talking to the data owners. The next 30% of the effort is spent figuring out multi-structured data that is supplied by various platforms.

The service desk can then start acquiring the knowledge and abilities necessary to produce new machine-learning models and integrate them into organizational strategy.

From Skill to Strategy

Gathering and comprehending data is the first stage; turning it into something strategically useful requires two things in particular:

  1. a user or user perspective
  2. working with internal divisions to understand their needs and how they relate to the overall strategy of the company.

Service desk specialists who are familiar with ITIL 4 should already possess those skills. The service desk practice in ITIL 4 offers suggestions for:

  • the needs and difficulties of internal customers
  • View the entire customer experience
  • Give predictions of what will happen, for instance, in terms of service interruptions.

The service desk can then learn new AI skills to contribute to AI projects across the enterprise in collaboration with a data science team, effectively making these activities more strategic than tactical and siloed.

The ability of the service desk to use diagnostic analytics, predictive analytics, and, at the most advanced level, prescriptive analytics will all develop over time as the desk becomes more mature.

A service desk set up according to this best practice makes it much simpler to get the necessary data and provides more wisdom to the overall strategy because ITIL 4 focuses on the end-to-end perspective of going from demand to value through a service value system.

How about career advancement at the service desk? A service desk set up according to this best practice makes it much simpler to get the necessary data and provides more wisdom to the overall strategy because ITIL 4 focuses on the end-to-end perspective of going from demand to value through a service value system.

How about career advancement at the service desk?

The service desk’s most knowledgeable employees can deal with data and translate it to strategy because they mix data science and ITIL 4 expertise.

The top service desk employees will be promoted outside of the department as a result of this opportunity for professional advancement. However, they are more likely to shift to new responsibilities inside their current employer than seek employment elsewhere because their abilities are valuable to the entire organization.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in ITIL 4Tagged #Agile, #AgilePM, ITIL, ITIL 4, PRINCE21 Comment on An AI Factory using the Service Desk

How to Create Applications using Agile, DevOps, and ITIL

Posted on October 5, 2022 by Marbenz Antonio

Agile Requirements & Traceability Basics | Perforce

Results for customers are changing when new applications are developed using a combination of ITIL®, DevOps, and agile approaches.

While ITIL provides incident, problem, and change processes to the application development journey, DevOps and agile are enabling better communication, greater analysis of customer needs, and providing a quality solution.

In our experience, combining the various ways offers greater organization, service, and customer follow-up. Although certain businesses that are less familiar with ITIL may need to go through an education process, these businesses eventually come to appreciate the benefits of ITIL once they are exposed to certain services and realize they don’t have to “accept and adapt” ITIL in its totality.

App development in action

So, how does the combined method of developing apps function?

When a customer, for instance, requests a new application feature, our methodology helps us to develop a “story” that explains their request, such as “the customer wants to perform X because of Y.” Agile forces us to communicate these “storified” needs to the development team so they can better understand and concentrate on what the client needs. Additionally, it gives the client the ability to feel more interested in the result while enabling the development team to uncover technical solutions.

The agile component encourages us to deliver in numerous phases, which gives us more flexibility in creating new functionality for the customer. It is more concerned with quality and delivering the correct things than speed.

In the end, we’ve discovered that the strategy significantly affects the outcome: we are in constant communication with consumers and growingly productive. We produced 200 new functionalities for customer apps last year, which was a record-breaking accomplishment for a tiny development team.

Eliminating team silos has significantly altered the ethos of our own company. Customers now consider us as a solid group that works more successfully.

How can you make it work now that more businesses and government agencies are beginning to recognize the value of this hybrid ITIL, DevOps, and agile approach?

  1. Obtaining senior-level ownership
    When introducing new procedures, you require strong leadership and the support of managers.
  2. Developing project management skills
    Your employees must be willing to expand their skill sets through best practice training and certification programs, along with experience gained in real-world situations.
  3. A shift from technical to softer skills
    Now more than ever, a developer’s soft skills—such as listening, communicating, and understanding customer needs important. The ability to think analytically and strategically is just as important as writing code!
  4. Continual improvement of functionalities
    It’s important to translate concepts into practical applications and to be a skilled negotiator to bring along team members for ongoing advancement.
  5. Breaking down silos
    In large, public organizations where departments are not used to collaborating and communication is challenging, you could encounter some opposition to new techniques. You must dismantle these siloed techniques, even though it might take longer.

We have a focus on delivering quality improvements along with a process for handling issues and change thanks to the integration of ITIL, DevOps, and agile methodologies. It manages any defects that customers report through an incident handling mechanism, which allows developers to produce a patch.

Ultimately, the combined approaches are complementary, and we wouldn’t work any other way today.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Agile, DevOps, ITIL 4Tagged #Agile, #AgilePM, Agile Project Management, DevOps, ITIL1 Comment on How to Create Applications using Agile, DevOps, and ITIL

Reasons why PMOs must understand Agile

Posted on September 5, 2022September 9, 2022 by Marbenz Antonio

7 Reasons to Switch to Agile Project Management! - Supply Chain Game Changer™

“What can we do about Agile?”

Although this topic has been discussed for years, PMOs (project, program, and portfolio management offices) are still asking that question. The impression that Agile entails losing control is a major contributor to the ongoing real concerns.

However, we’ve also observed that some PMOs are purposefully excluded from Agile meetings since it is believed that they will discourage the new method of working by requesting more documentation or reports. When you think about it, it’s ironic that the PMO is perceived in this situation as being opposed to change when it’s the PMO that implements change.

Tips and Technique

We instruct the PMO to be present in Agile and recognize that everyone is simply trying to deliver projects; Agile just does it differently. Instead of hiding out. The important thing is to understand that Agile may be quite beneficial if you just buy into it. Of course, this calls for a mentality shift, so we advise the PMO to begin with these straightforward actions:

  • Be present: Attend the retrospectives, Scrum meetings, and demos if they are being held. On one of those boards, you’ll get all the information you require.
  • Try it: Instead of running away in terror, find out more. Instead of giving in to your innate resistance to change, try it out.
  • Proactively change your perspective: Get out of your comfort zone and consider fresh options. Ask what you can do for the Agile teams to help the project go more smoothly rather than asking them for information. It’s more about “how can I help you?” than “give me this”.

Hybrid Approach

This does not mean that there should be an “either-or” choice. Organizations usually mean to work faster, more flexibly, and more adaptable when they say they need to be more agile.

To track some sort of value and delivery against expectations, they usually still need a certain amount of control at the start and finish of a project. Because the world is changing at an ever-increasing rate, it is the middle section of a project that needs to be focused on.

Because projects are rarely pure Agile or pure business, using a hybrid approach like PRINCE2 Agile® may prove to be the best course of action. It can only be a good thing that this professional certification recognizes and brings the two sides together for better integration.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in AgileTagged #Agile, #AgilePM, Agile Project Management2 Comments on Reasons why PMOs must understand Agile

Blending the best of all worlds with Agile Project Management

Posted on September 5, 2022 by Marbenz Antonio

Agile Project Management with MeisterTask - Focus

Does everyone who uses agile project management understand what it means?

For some, it’s about providing content quickly. Others see it as a fusion of Agile and more conventional project management techniques that, with the correct emphasis, results in a faster pace. Same result, a different way of thinking

Agile delivery of digital products is a clear choice, but it’s not always optimal to adopt it solely in every project. Effectiveness can be improved by combining the best elements of several approaches.

For instance, in a company that employs PRINCE2®, project sponsors demand to know what, when, and whether the project will deliver results. Their level of trust in a project may be impacted if Agile is used alone since it does not give the information they expect.

However, exposure to Agile methodologies expands project managers’ skill sets by teaching them to think differently, communicate more usually, and interact with stakeholders more extensively while still keeping sponsor confidence. It is challenging, but it’s also a great method to learn.

Managing blended projects

When managing projects using a combination of traditional and Agile approaches, project managers need to be aware of many things:

1. Governance

This specifically relates to the project’s benefits and building sponsor confidence in their realization.

The variety of roles and duties, such as scrum masters, product owners, and project managers all making independent decisions that may affect other decisions being made, however, raises the possibility of conflict.

Agile practitioners, whose attention is on the product and the advancement of benefits, believe that sponsors sometimes request “too much information,” even though the sponsor does need to know this. To create enough data for the sponsor to present to the board and executives, the project manager should work with the Agile team(s).

To do this, practitioners from other disciplines must put aside any preconceptions, acknowledge one another’s abilities, and work together. The people and knowing what is appropriate for the project or change endeavor matter just as much, if not more.

2. Increased stakeholder communication in a mixed method environment

Project management involves close collaboration, albeit to a lesser level than agile working. When stakeholders ask Agile teams about the final product, such as “when will I get it? “, they may, nevertheless, obtain less information than they anticipated. “, and “What will I do with it? ”.

Project managers run the danger of alienating stakeholders if they don’t control stakeholder expectations and keep them in line with the modifications being proposed.

3. Developing an approach and skills for successful agile project management

Companies want the employees working on their projects or initiatives to be adaptable to various approaches, but in the real world, there is still some work to be done.

Organizations picking one strategy totally over another typically learn it doesn’t work. Instead, consider combining the best elements of Agile and conventional project management methodologies with a healthy dose of communication and collaboration as the way forward.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in AgileTagged #Agile, #AgilePM, Agile Project ManagementLeave a Comment on Blending the best of all worlds with Agile Project Management

Why Should You Use AgilePM®?

Posted on February 24, 2022July 26, 2022 by Marbenz Antonio

The world’s most popular agile project management framework and certification.

Reasons to Adopt AgilePM®

Agile’s effect on project management continues to increase at a faster rate. Agile tools and frameworks are being used by more companies and project managers than ever before to improve the effectiveness of – and return on investment from – projects and other change efforts.

Improved revenue and speed to market are common Agile advantages, as are producing the correct product/solution (via iterative development and incremental delivery), and enhanced cooperation and customer happiness.

AgilePM has quickly established itself as the top framework and certification for agile project management since its inception in 2010.

The AgilePM guidance, which is based on the Agile Business Consortium’s Agile Project Framework, provides a practical and repeatable methodology that strikes the perfect balance between the standards, attention to detail, and visibility required for good project management and the fast-paced, change, and empowerment offered by Agile.

AgilePM provides a scalable and organized corporate Agile framework based on best practices. So, why should companies and project managers think about AgilePM to help them implement or enhance agile project management practices?

A tried-and-true corporate strategy:

The AgilePM technique is a subset of the Agile Project Framework developed by the Agile Business Consortium for project managers. The framework, which has been in place for more than 20 years and is routinely updated to reflect current practices and business requirements, offers governance and rigor while also allowing businesses to be agile and flexible. A wide range of enterprises from diverse sectors and industries have selected AgilePM and the underlying Agile Project Framework as their preferred methodology.

Considering the entire project lifecycle (in addition to product development):

The informality of many agile methodologies can be intimidating for businesses delivering projects and programs, especially if they already have formal project management systems in place. AgilePM is a mature strategy that maintains the notions of a project, project delivery, and project management while providing agility and flexibility.

Change management actions are included:

AgilePM goes beyond other project management methods in that it provides a specific procedure for determining how what has been generated will be put into action. This stage is critical to the AgilePM lifecycle because it guarantees that the focus is on how to support users after the deliverables are made accessible.

Controls for quality and governance:

Never Compromise Quality is one of AgilePM’s basic concepts. High-level acceptance criteria are agreed upon at several points throughout the project lifecycle in an AgilePM project, ranging from high-level criteria at the feasibility stage through targets for each step of product/solution development. All positions must ensure that what has been developed satisfies its quality requirements, and quality is understood before any work is done, so everyone understands what good looks like before they begin. This is a significantly more efficient method than rejecting work after it has been completed because it fails to fulfill quality requirements that were not specified at the outset. All of this is done to ensure that the solution meets the business demand as well as the project goals.

Management of risk:

AgilePM delivers effective risk management techniques, directly tackling many of the most prevalent project risks (e.g. missing fixed deadlines and having unclear or volatile requirements). The Project Approach Questionnaire is a good place to start when it comes to developing a clear, common knowledge of project risks and how to manage them.

Roles and duties are clearly defined:

Any project’s success is built on the ability of people to work together successfully. AgilePM recognizes this and gives explicit roles and duties to each project team member, representing the project’s business, solution/technical, management, and process interests. To break down any communication barriers, everyone participating in an AgilePM project works closely together, with the greatest ideas coming from self-organizing, empowered teams.

Popular agile practices incorporated:

AgilePM supports effective product and solution development by incorporating and encouraging a variety of popular agile approaches. These include MoSCoW Prioritisation (a strategy for helping to understand and manage priorities), Timeboxing (a specified amount of time at the end of which an objective has been fulfilled), and Iterative Development (a technique for helping to understand and manage priorities) (a process in which the evolving solution, or part of it, evolves from a high-level concept to something with acknowledged business value).

Integrate with current workflows:

While AgilePM may be used as a stand-alone project management technique, it was developed to function alongside more structured project management systems like PRINCE2® and can be integrated into codified quality procedures like ISO9001.

The Agile Business Consortium’s basic rules for efficient agile project delivery support the AgilePM framework:

The eight principles are intended to complement the Agile Business Consortium’s core idea, which is that:

“best business value emerges when projects are aligned to clear business goals, deliver frequently, and involve the collaboration of motivated and empowered people”.

The AgilePM framework is backed up by APMG-approved training and certifications. Since 2011, over 65,000 tests have been taken worldwide, with the number of applicants representing a diverse variety of businesses and sectors.

The global network of APMG’s certified training organizations (ATOs) provides a variety of training choices to meet the needs of unique candidates and clients.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Agile, APMG, Project ManagementTagged #Agile, #AgilePM, Agile Project Management, APMGLeave a Comment on Why Should You Use AgilePM®?

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